工程管理专业英语4 PROJECT DELIVERY METHODS及翻译Word格式文档下载.docx
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工程管理专业英语4 PROJECT DELIVERY METHODS及翻译Word格式文档下载.docx
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ASSESSINGPROJECTRISKS
GeneralRisks
Project-SpecificRisks
OtherRisks
MINIMIZINGRISK
ChoosingtheRightDeliveryMethod
ChoosingaContractType
MonitoringtheEntireProcess
Partnering
DELIVERYMETHODS
Traditional
Design/Build
ConstructionProjectManagement
CONTRACTTYPES
SingleFixedPrice
UnitPriceContract
CostPlusaFee
CONTRACTCHANGES
CONCLUSION
STUDENTLEARNINGOBJETIVES
Inthischapteryouwilllearnthefollowing:
1.Theprincipalchallengesthatsuccessfulprojectsovercome
2.Thefourmajorcategoriesofprojectrisk
3.Thethreeprimarydeliverymethodarrangements,withtheiradvantagesanddisadvantages
4.Thethreemajortypesofcontracts
INTRODUCTION
Anowner'
sprimarygoalinchoosingadeliverymethodistoensurethatitwillmeettheprojectobjectivesandatthesametimeallowtheprojecttobedeliveredontimeandwithinbudget.Inarisk-free,predictableworld.thiswouldbearelativelysimpletask.Theworld.however.isfullofunpredictableforcesandundesirableoutcomes.Asaconsequence,anownermustmonitortheprocesstopreventunpleasantoutcomesalongtheway.
Constructionprojectshavemanyuniquecharacteristics.Creatingalargefacilitytakesalongtimeandusuallyinvolvesalargecapitalinvestment.Costoverruns,delays,andotherproblemstendtobeproportionallymonumental.Theprocessofbuildingiscomplicatedbythelargenumberofcomponentsthatareprovidedbydifferentsuppliers.Furthermore,theprocessonlyoccursonce.Evenifanownerbuildsrepeatedly,thenatureoftheproductandthepartiesinvolvedinbuildingdependontime.siteconditions.userneeds,andeconomichealth.Comparedwithprofessionalsinotherindustries,designersandconstructorshavelessopportunitytotransferlessonslearnedfromprojecttoproject.Allofthesefactorscombinetocreateuniqueness.whichcarrieswithitheightenedrisk.
Abuildingnotdeliveredontimeusuallycostsmorethanplanned,andalatedeliverycanhavecascadingeffectsthroughoutanowner'
sorganization.Forexample,amicrocomputerchipmanufacturermayneedanewfacilitytomanufacturethelatestversionofachip.Ifthefacilityislate,themanufacturermaymissthemarketandallowacompetitortogetitschiponlinesooner.Thiswillaffecttheentireorganizationandmaycauseseriouseconomicsetbacks.Anowner'
sprimarygoalistoavoidsuchpitfalls.
Onemethodtoavoidthesepitfallsistoputtogetherateamofpeoplewhoseskillsmatchthetypeofprojectenvisionedandwhohaveaprovenrecordofdeliveringsuchprojects.Beforethisteamisputtogether,however,anownershoulddecidehowthememberswillinteractwithboththeownerorganizationandeachother.Thisapproachiscalledtheprojectdeliveryme加Ddjaparticularcombinationofprofessionalsandcontractarrangementsthatassignsresponsibilitiesandriskinacertainway.Thethreemostcommondeliverymethodsaretraditional,design/build,andconstructionmanagement.Withineachofthesemethodsthereisachoiceofcontractarrangements,andeachhasitsownsetofrisksandcapabilities.Earlyon,theownermustdecidewhichtypewillbestsuitthespecificcircumstancesofthespecificproject.
LessonsfromHistory
Anownermaychooseaparticulardeliverymethodafterstudyingwhyconstructionprojectsthroughouthistoryhavefailed.Thetaskisnotasdauntingasitmayseem.Anumberofrecurringproblemsaccountsforthevastmajoritvofconstructionprojectfailures.Herearethemostcommon:
SeparatedFunctions
Thetwoprimaryprofessionalsontheprojectarethedesignerandtheconstructor.Theircommunicationduringtheentireprojectlifecycleiskeytoprojectsuccess.Projectstendtobelarge,complexundertakings,andeachisunique.Theactionsofoneprofessionalcanhaveamajorimpactontheconcernsoftheother.
Forexample,adesignchangeafterconstructionhasstartedcanadverselyaffectconstructionsequencing,thuscausingconsiderableincreasesincostduetolostefficiency.Earlyinformationaboutthesechangesgivesconstructionpersonneltimetoanticipatehowtointegratethemintotheoverallschedule.Thelongerthedesignerwaitstoinformthecontractorofthechange,themoremoneywillbespentmakingthechange.Conversely,ifacontractormakesafieldchangeanddoesnotincludethedesignerinthedecisionloop,designelementscouldbeadverselyaffectedandthebuildingmaynotfunctionaswellasintended.Inbothcases.consultationbetweenpartiesisimportanttomaintainquality,budget,andschedule.
ScopeCreep
Thescopeofworkonaprojectcanbcdefinedastheproductofthequantityoftheworkandthecharacterofthework.Forinstance,imaginethat10,000squarefeetof5/8inchgypsumwallboarddefinestheworkofadrywallsubcontractor.lfthequantityincreasesto11.000squarefeetorthethicknessto3/4inch.thenthescopeofworkincreases.Scopeofworkistheprimarydeterminantofcostsonaproject.Ifscopeincreases.costsalsoincrease.
Maintainingthescopeofworkasbudgetedonaprojectcanbeadifficultaspectofmanagingtheprojectsinceitisoftenbeyondthecontrolofanyonememberoftheprojectteam.Manyfactorscancausescopetoincrease.Today'
slargeprojectsofteninvolvecomplexandhighlypoliticalorganizations.Getting100percentconsensusofwhatconstitutestheentireprojectcanbetime-consuming.Mostprojectshavetighttimelinesandoftendonottakeintoaccountthetimeneededforup-frontconsensus.Therefore,projectsoftengoforwardwithouttotalconsensus.Thisusuallycreatesabacklashsoruewherefurtherintotheproject.Oftentheonlywaytoresolveitistoincorporatemorescope.
ScopemayalsogrowwhenacriticaluserisleftoutduringtheearlyneedsanalysisstageandmustbeaccOJ11modatedlaterintheprocess.Sometimesthisuserwasnotavailableduringtheplanningstagesorbecamecriticalbecauseofanewinfluxofmoneyorotherrequirements.Thechangemaybenecessary,andthejoboftheprojectteamistominimizeitsimpactonmoneyandtime.
Anothercauseofscopegrowthismiscommunicationamongtheuser.thedesigner.and/ortheconstructor.Incomplexprojects,atremendousamountofinformationmovesamongthedifferentorganizations.ControllingthisinformationflowandensuringthateachpartyknowsandunderstandscriticaJinformationaremajorconsiderationswhenchoosingdeliverymethods.Itisthetaskoftheprojectteamtoclearlyidentifythescopeofworkthatwasbudgetedintheprojectandnoteanytimethatscopechanges.
ProjectAcceleration
Buyersofconstructionservicesprefertohaveprojectsdeliveredquickly.Finishingearlylowerssomecosts,putsthebuildingintoservicesooner.andcancutinterestcostsonconstructionloansconsiderably.Earlycompletionalsohasapsychologicalimpact,makingowners,designers,andconstructorsalikehappy.Thereisenthusiasmwhenclosingoutthejob.Changesareeasiertosettle,inspectorsarelessrigid,andingeneralotheraspectsofbringingintheprojectflowsmoother.
Thereare,however,realrisksassociacedwithgoingtoofast.Thebiggestisthattheprojectteamwillproceedintoconstructionwithouthavingthoroughlyconsideredalltheelementsofthedesign.Asaconsequence,theendproductmaynotservetheneedsoftheoxvneraswellasitcouldhavewithmoreplanning.Anothermajorriskistheproblemofincompletedocuments.Aconstructionteamfacedwiththissituationcanbewellintoconstructiononlytofindthatthedrawingsarenotdetailedenoughtoaccuratelycalculatetherealcosts.Itisalsopossiblethatconstructionmayhavetobestoppedorslowedtofixdesignproblems,wastingratherthansavingtime.
PoorWorkingRelationships
Itisdifficultenoughforcompaniesthatperformthesametasksyearafteryeartobuildeffectiveorganizations.Theuniquecharacterofconstructionmakesthetaskdoublydifficult.Theprojectteamhiredandassembledbytheownerwillprobablybetogetheronlyforoneproject.Theresimplyisn'
tenoughtimetoworkoutalltherelationshipsnecessarytoperformdifficultinterconnectedwork.Personalworkstylesaswellascorporateculturescanbeverydifferentfromoneanother.Personalchemistrybetweenindividualsplaysanimportantrole,andgoodworkingrelationshipsatthepersonallevelareoftenamatterofluck.
Itisalsotruethatcontractforms.whichareusedinconstruction.canworkagainstgoodteamwork.Aconstructioncontracthasbeencalledanexerciseinriskallocation.Ifonepartyorteammemberattemptstounfairlyorunrealisticallyputmostoftheriskonanotherparty,thentheeffectonteamperformancecanbedramatic.Mostprofessionalsinconstructionhaveheardhorrorstoriesinwhichprojectparticipantscommunicatedonlythroughformalmeans,usingmemosor(evenworse)lawyers.Establishinggood,informalrapportwithotherprojectparticipantsisoneofthemosteffectivewaysofensuringthatvitalinformationwillbeexchangedearlyandoften.
Theseexamplesarecertainlynottheonlylessonsthatcanbelearnedfromthehistoryofconstructionfailures,buttheyareamongthemostimportant.Througboutthischapterwediscusswaystomitigatethesepitfallsthroughorganizationoftheteam.contractchoice,partneringsessions.anddeliverymethods.
ASSESSINGPROJECTRISKS
Selectingadeliverymethodandacontracttypeinvolvessequentialdecisionmakinginwhichtheowner.usuallywithprofessionaladviceandsometimesafterthede
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